Race Relations Amendment Act Salford City Council

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					Race Relations (Amendment) Act

        Annual Report


Contents Page

1    Background on the Race Relations                    1
     (Amendment) Act
     The main points of the Race Relations               1
     (Amendment) Act
     Understanding the requirements of the Race          2
     Relations (Amendment) Act
2    Salford’s position                                  4
     Salford its geography, ethnography and              5
     Ethnicity of Salford’s residents                    5
     Age of Salford’s residents                          6
     Religion of Salford’s residents                     6
3    How Salford City Council has performed in           7
     relation to its general duties
     Service Delivery                                    7
     Policies and practical application                  8
     The Equality Standard                               9
     Diversity Leadership Forum                          9/10
     Consultation                                        11/12
     Providing culturally sensitive services             13/14
     EMTAS                                               14
     Salford’s Black History Project                     15
     Community Safety and Crime Reduction                16
     Community Wardens Scheme                            17
     Increasing cultural awareness and tackling racism   18
     in schools
     Language and translation capacity                   18
4    How Salford City Council has performed in           19
     relation to its specific duties
      Training                                           20
     Work force Statistics by Ethnicity- Staff in post   21
     Top 5% of earners from BME communities              22
     Applications for Employment                         23
     Employees who have ceased employment with           24/25
     Salford City Council 1st April 2004 to 31st March
     Grievance Procedures                                26
     Staff subject to disciplinary procedure 1st April   27/28
     2004 to 31st March 2005
     Complaints made by employees under the Dignity      29
     at Work Policy
5   Conclusion                                   30
6   Directorates Progress Reports                31
    Customer and Support Services (Appendix A)   32 – 37
    Environmental (Appendix B)                   38 – 45
    Planning/Housing (Appendix C)                46 - 54
    Urban Vision (Appendix D)                    55 - 59
    Education and Leisure (Appendix E)           60 – 66
    Community and Social Services (Appendix F)   67 – 74
    Chief Executive (Appendix G)                 75 - 80

7   Directorates – Action Plans                  81
List of tables

Figure 1    Ethnicity of Salford residents as of 2001           5
Figure 2    Age of Salford residents as of 2001                 6
Figure 3    Religion of Salford residents as of 2001            6

Figure 4    BME workforce statistics                            21
Figure 5    Top 5% of earners from BME communities              22
Figure 6    Employees who have ceased employment with           24/25
            Salford City Council 1st April 2004 to 31st March
Figure 7    Grievances for each directorate during the          26
            period of 1st April 2004 to 31st March 2005
            Salford Council
Figure 8    Staff involved in disciplinary procedures for the   27/28
            period 1st April 2004 to 31st March 2005
1.     Background on the Race Relations (Amendment) Act

1.1 The racist murder of black teenager Stephen Lawrence on
the 22nd April 1993 and the manner in which the investigation was
handled prompted an inquiry that was carried out by Sir William
Macpherson. The report of the inquiry, which came to be known as
the McPherson Report, made several recommendations, which led
to the amendment of the original 1976 Race Relations Act. The
new law came into force on Monday 2 April 2001. It strengthens
and extends the scope of the 1976 Race Relations Act; however it
does not replace it.
The amended Act places public authorities under new statutory
duties to promote race equality. The aim is to ensure public
authorities to provide fair and accessible services, and to improve
equal opportunities in employment. As a consequence Salford
City Council must take account of racial equality in the day-to-day
work of policy-making, service delivery, employment practice and
other functions.
1.2 The main points of the Race Relations (Amendment) Act
2000 are:

      Racial discrimination is "unacceptable" and is outlawed in all
       public authorities, and in those functions of public authorities
       contracted out to the private sector.
      Public bodies now have a general duty to promote race
       equality - and will have no discretion to decide "whether the
       promotion of race equality is an 'appropriate activity' ".
      They must promote equality of opportunity and "good
       relations" between people of different racial groups.
      The general duty to promote race equality is a "positive one"
       requiring public authorities to be pro-active in seeking to
       avoid unlawful discrimination before it occurs.
      Organisations covered by the act must monitor their

 workforce and take steps to ensure that ethnic minorities are
  treated fairly.
 They must assess how policies and programmes can affect
  ethnic minorities, and take remedial action where any
  potential for "adverse differential impact" on ethnic minority
  communities is identified.
 Bodies must monitor the implementation of policies and
  programmes to ensure they meet the needs of ethnic
 Each organisation must have a "publicly stated policy on
  race equality".
 The commission for racial equality has powers under the act
  to issue a compliance notice to a public body, which it
  believes is not fulfilling its duties to promote race relations.
 On employment issues, public bodies will be expected to
  ethnically monitor staff in post and applicants for jobs,
  promotion and training. They must analyse grievances,
  disciplinary action, dismissals and other reasons for leaving,
  particularly among senior employees.
•   The results of ethnic monitoring should be published each
    year by each public body covered by the act.

1.3      Understanding the requirements of the               Race
         Relations (Amendment) Act

The Race Relations (Amendment) Act RR(A)A places a general
duty on the Council to eliminate unlawful racial discrimination;
and to promote equality of opportunity and good relations
between persons of different racial groups. The Council has to
be proactive. A set of specific duties applying to service delivery
and employment has been placed on the City Council to guide
the implementation of the general duty.

The specific duties- Service Delivery

The Council is required to identify those of its functions and
policies/proposed policies likely to impact on race equality, and
its capacity to me the requirements of the general duty e.g.
Providing meals for elderly customers is likely to have an
adverse impact on service users if it is not culturally sensitive.

(i)   Assessing impact of proposed policies on the promotion
      of race equality
(ii) Monitoring policies for adverse impact on the promotion of
      race equality
(iii) publishing the results of assessments, consultation and
(iv) ensuring accessibility to information and services
(v) training staff in their duties under the RR(A)A

The Specific Duties-Employment

The Council is required to ethnically monitor:

(i)      Staff in post
(ii)     Applications for employment
(iii)    Training and promotion
(iv)     Performance assessment/ appraisal
(v)      Grievance and discipline
(vi)     Staff leaving employment
(vii)    Analyse the data to identify any patterns of inequality
(viii)   Take any necessary action to remove unjustified barriers
         and promote equality of opportunity
(ix)     Publish the results of the monitoring annually

2     Salford’s position

2.1 Salford City Council recognises that all sections of society may
experience prejudice and discrimination. This can be true in
service delivery and employment. We are committed to equality of
opportunity both in the provision of services and in our role as a
major employer. We believe that all people have the right to be
treated with dignity and respect. We are committed to the
elimination of unfair and unlawful discrimination in all our policies,
procedures and practices. We are working towards, and are
committed to, the elimination of unfair and unlawful discriminatory

Our commitment is to ensure that irrespective of racial, ethnic or
national origins, all people have the same rights of access to
services and employment. All people will be treated with equality,
dignity and respect when having any contact with the City Council.
The Council acknowledges that a one size fits all approach is not
appropriate and that its services must be tailored to meet the
needs of minority ethnic groups to ensure that the services are fair
and responsive to their needs.

One of the commitments of Salford City Council’s Race Equality
Scheme is to publish an Annual Report on the progress of the City
Council’s Race Equality Scheme, this is the third such report and
will focus on 3 key areas:

   How Salford City Council has performed in relation to it’s
    general and specific duties
   What Salford City Council has done in relation to it’s Race
    Equality Scheme action plan
   An action plan on what has been achieved from 1st April 2004
    to 31st March 2005. A new three year Race Equality Scheme
    for 2005 – 2008 is currently in draft form. Please refer to

2.2   Salford its geography, ethnography and demography

Salford is a city on the west of the Greater Manchester conurbation
of metropolitan boroughs, bordered by Warrington to the west,
Manchester to the east, Trafford to the south and Wigan, Bury and
Bolton to the north.

The 2001 census recorded the resident population of Salford at
216,103, of which 49 per cent were male and 51 per cent were

Ethnicity of Salford residents as of 2001 (figure 1)

                                 Salford%           England%

White (including Jewish)   96.1              90.9
   of which White Irish    1.8               1.3
Mixed                      1.0               1.3
Asian or Asian British     1.4               4.6
   Indian                  0.6               2.1
   Pakistani               0.4               1.4
   Bangladeshi             0.2               0.6
   Other Asian             0.2               0.5
Black or Black British     0.6               2.1
   Caribbean               0.2               1.1
   African                 0.3               1.0
   Other Black             0.1               0.2
Chinese or Other Ethnic
                           0.9               0.9

                                            Source - Census 2001

Age of Salford Residents as of 2001 (figure 2)

                                                      England and
Under 16                                    20.4                20.2
16 to 19                                     5.4                  4.9
20 to 29                                    13.8                12.6
30 to 59                                    39.3                41.5
60 to 74                                    13.5                13.3
75 and over                                  7.7                  7.6
Average age                                 38.2                38.6

                                               Source: 2001 Census

There are small numbers of people with minority ethnic
backgrounds (3.9 per cent), and people from different backgrounds
live in clusters in different wards in the city. The largest ethnic
group are Jewish people who make up some 10,000 and are
included within the White category in the Census figures.

Religion of Salford residents as of 2001 (figure 3)

                          Salford %          England and Wales
Christian                 76.5               71.8
Buddhist                  0.2                0.3
Hindu                     0.3                1.1
Jewish                    2.4                0.5
Muslim                    1.2                3.0
Sikh                      0.1                0.6
Other religions           0.2                0.3
No religion               11.0               14.8
Religion not stated       8.1                7.7

                                            Source: 2001 Census

There are a higher proportion of Christians in Salford in
comparison with the rest of England and Wales. The largest
majority minority religion is Judaism. Working alongside the Jewish
community, Salford City Council helps to facilitate the provision of
services to the Jewish Community in a culturally sensitive manner.


1. Whilst Salford has a particular profile, it is worth remembering
that profiles change over time, the services in place now may not
be the services needed in 3 to 5 years time. Preparation has to be
made to ensure:

     Services are not discriminatory (despite current ethnic
     Salford is perceived as a ‘safe place’ to live and visit
     Salford has a cosmopolitan attitude and encourages
        multicultural life styles

3.0     How Salford City Council has performed in relation to its
        general duties

3.1. Service Delivery

Salford City Council is consistently looking at how it delivers it
services to its BME (Black and Minority Ethnic) customers. In order
to facilitate the process of providing more culturally sensitive
services, directorates are currently engaged in impact assessing
their policies, procedures and functions to see if they have an
adverse impact on people from varying ethnic groups. Currently
some services ethnically monitor service users when sending out
customer satisfaction surveys in order to ascertain how they can
provide better services. However, a more consistent approach to
monitoring service users is being adopted and the Equality
Standard is propelling this further1.

 The Equality Standard is a measurable framework that recognises the importance of fair and
equal treatment in local government services and employment and has been developed
primarily as a tool to enable local authorities to mainstream gender, race and disability into
Council policy and practice at all levels.

Service areas are more aware that they need to find out who their
customers are and the value of building up a customer profiles in
order to facilitate the needs of customers and service design more

3.2   Policies and practical application

The City Council is consistently striving to ensure that equality
issues are recognised and are addressed in a manner that impacts
positively on its duties as a service provider. Several policies and
procedures have been written in order to ensure that staff are
mindful of varying cultural needs. Listed below are some of the

   Equality of Service Delivery Policy
   Salford City Council’s Race Equality Scheme
   Guidance on ethnic monitoring in service delivery
   Valuing diversity in communication
   Guidance on conducting a meeting or a gathering
   Race Relations Amendment Act training modules
   Integrated Equal Opportunities Policy
   Training modules on the Race Relations (Amendment) Act 2000
   Hints and tips guide for equalities
   Best value performance Indicators

For additional information on policies and procedures relating to
equality issues please see the following URL
Salford however, is not just engaging in ‘paper policies’ it is
actively striving towards pragmatic and practical solutions.

Although the titles of the policies do not all imply that they are
specific to race all the above policies include the theme that
discrimination based on race, gender, age, HIV status, sexual
orientation and religious belief are not tolerated.

3.3   The Equality Standard for Local Government

Salford City Council has adopted the Equality Standard for Local
Government and has successfully achieved level 2 across the
whole authority. In order to achieve level 3 the Council needs to
undergo effective consultation with a wide range of groups (race,
disability and gender). As part of this programme, work will be
carried out with a cross section of disabled people to write a
standard Corporate Policy, which will enable Directorates to have
the most effective ways to involve and consult with a range of
people. Our aim is to reach level 3 by 2008.

3.4   Diversity Leadership Forum

The Council established the Diversity Leadership Forum on the
10th December 2003. The main aim of the Forum is to afford
service providers in Salford an opportunity to engage in meaningful
dialogue with members of Salford’s BME communities in a co-
ordinated and structured way; to discuss how services are
currently provided and what can be done to improve services in the
future. To date the group has met four times; Councillor J
Warmisham, Lead Member for Community and Social Services,
chairs it. Its remit is to discuss with members of Salford’s BME
Communities, how stronger links resulting in better service
provision could be built between those communities and Salford’s
Local Strategic Partnership (LSP)2.

The Council recognises that it needs to improve consultation with
BME communities in Salford and has underlined its commitment in
the city Councils pledge ‘Promoting inclusion in Salford’ - We will
tackle poverty and social inequalities and increase the involvement
of local communities in shaping the future of the city. The Diversity
Leadership Forum and the recent appointment of a Social
Cohesion Manager, demonstrate Safford’s commitment to improve
cohesiveness and develop effective consultation mechanisms.

In parallel to examining the current structure of the Diversity
Leadership Forum, certain other structures in the city (which are
addressing inclusion issues) are being reviewed at the same time.
As such, leading members from the BME community, colleagues
from the city council and partners across the city have been
exploring the most effective way in which the voice of BME
communities can be articulated

In the meantime, a number of sessions are being scheduled to
discuss and develop this thinking further. The under lying
principles for improving the current concept shall include the

    Ensuring that even more members from BME communities
     across Salford, are effectively engaged in this process
    The promotion and celebration of diversity by staging
     community events, seminars and workshops
    The development of a community leadership programme for
     BME communities
    Ensuring the effective co-ordination and representation of
     views and concerns of BME communities
    The development of a robust feedback mechanism which
     allows for the report - back of proposed actions regarding
     issues raised
    Clarification of the role of partner agencies in furthering the
     involvement of BME communities in Salford and to look at
     specific issues e.g. funding, capacity building etc
    To ensure that as a result of dialogue/discussions that
     changes are implemented in terms of better services and
     improved quality of life for members of the BME community

2 LSP – Local Strategic Partnerships called “Partners in Salford” have been
set up across the country to improve local services. In Salford, we have built
on the work of the Salford Partnership to meet this Government challenge.
There are currently 14 organisations, which include Greater Manchester Police
Authority, Salford City Council and the primary care trust

3.5   Consultation and Community Involvement

The Good Practice IN Community Involvement Project is the
Partners IN Salford flagship initiative funded through SRB5 and
ERDF monies until March 2006. The aim of the project is to:
‘Increase the capacity and commitment for improved Community
Involvement in decision making within the Partners IN Salford
One of the objectives of the project is to facilitate a more
coordinated approach to consultation with Salford’s communities
including Salford’s BME communities. Salford has a small but
growing BME community so the possibility of over consulting has
prompted Salford City Council and other members of the Local
Strategic Partnership in coming together to pool resources and
work towards a joint consultation approach.

Over 400 staff from across the LSP agencies has attended
consultation and involvement training to raise awareness of the
barriers to good consultation and how to remove them. The
training workshops have enabled the sharing of good practice and
are helping to steer the way for joint consultation.

A web resource is available to provide support to staff regarding
methodologies, local examples of good practice and information
about training opportunities. This will also include a forward
planning calendar and consultation findings library to further assist
joint working. The project has also developed Gold Standards IN
Community Consultation and Gold Standards IN Community
Involvement that have been endorsed by all Partners IN Salford
agencies. The Consultation standards should now be applied to all
consultation activities that take place in Salford. Details of these
can be found on the website.

The Gold Standards IN Community Involvement lay out the key
requirements for successful involvement of local communities and
are as follows:

1.   Value the skills, knowledge and commitment of local

2.   Develop working relationships with communities and
     community organisations.

3.   Support staff and local people to work with and learn from
     each other (as a whole community).

4.   Plan for change with, and take collective action with the

5.   Work with people in the community to develop and use
     frameworks for evaluation.

Further advice and support can be obtained by contacting the team
on 0161 736 2398 or at

3.6   Providing culturally sensitive services

Salford City Councils Social Services department work with
community groups and other agencies such as the Salford Link
project to provide more culturally sensitive services to BME
community groups this has resulted in user satisfaction levels not
only proving within the BME community but also the wider

Good Practice

Community and Social Services have produced a leaflet about
Social Services in a number of languages

Education and Leisure are looking at systems for effectively
monitoring recruitment of staff

Number One Youth Group is an after school hours activities
programme for young people and early teenagers who are from
the Orthodox Jewish Community. Often these children find
standard leisure activities are not culturally appropriate. Thus the
reason for single sex groups which enable these young people to
learn new skills and build friendships. The boys undertake a
programme in woodwork enabling those that have more
practical/creative skills to feel included and valued. The girls
undertake a programme of craft activities. The programme
currently has a waiting list.

Broughton Friendship group consists of Artists and Education,
Salford Link Project, Ameen Hadi from Community Safety and
community police officers. The programme delivers a number of art
clubs and open days in Higher Broughton. The aim of the project is
to bring together children aged between 10 and 13 from both the
BME and wider community to partake in a variety of arts projects,
aiming to build friendships and break down cultural barriers. The
project had an exhibition in March 2005. For further details contact
Jo Clements on 0161 778 0835

Salford Welcome Project – Saturday School continues to
enhance children’s literacy and numeracy. The school enables
refugees and people seeking asylum to contribute and help these
children overcome some of the barriers they may face in
mainstream school. The Saturday School has now become an
independent community voluntary group since RAPAR/Welcome
project has ended

3.7   EMTAS

Salford City Council provides a support service called Salford
Ethnic Minority and Traveller Achievement Service (EMTAS). Two
teams help children from different ethnic minority groups, in
homes, nurseries, primary and high schools, the teams are:

 Ethnic Minority Support Team
 Traveller Support Team

The ethnic minority support team is charged with providing support
and specialist teaching for children whose first language is not
English, in order to help them reach the level of educational
achievement that their English-speaking peers have attained.

The Traveller Support Team provides support for the children of
families to ensure equal opportunities and to enable them to
access the available educational provision. EMTAS work with
children and their families in a variety of situations such as:

 Learning activities taking place on and off site, with a nursery
 Providing Distance Learning packs for Traveller children.
 Encouraging Traveller families to go into higher and further
 Supporting families with educational, welfare and social issues.

The work of EMTAS is crucial to providing support for children from
BME groups and has a large remit; it has been focusing on
language issues but needs to extend its influence towards
educational attainment. A resent report from OFSTED made
several recommendations, which included:
    the need for a consistent approach in line with that of the
      school improvement service

       Ensuring that the work of the traveller Education service is
        better focused. E.g. helping to raise the achievement level of
        traveller children.

As a result of the recommendations made by OFSTED and the
Councils commitment to Equal opportunities an Equalities Officer
is being recruited with the remit of working with school based staff
and the Education and Leisure department to promote all aspects
of equal opportunities.

Salford City Councils commitment to education is demonstrated in
its 3rd pledge ‘Encouraging learning, leisure and creativity in
Salford’. Salford City Council will take on board the
recommendations made in the report and work towards

3.8     Salford’s Black History Project

Working in partnership with Kirklees Borough Council, Salford’s
Black History Project was an outstanding achievement. It brought
together local groups, including Broughton Asian Women/Girls
Group, Bright Sparks in Seedley, the Angel Project, St Thomas of
Canterbury Primary, Marlborough Road Primary and Brentnall
Primary all from Broughton. Through this project community
groups researched their own history and they in turn became part
of the exhibition. The exhibition afforded local community groups
the opportunity to explore the history of BME groups in Britain from
a historical perspective. People learned about their own history
through the project – for instance, Irish history and African history.
The project has helped link Asian history with African history and
also worked with local children and their parents to tackle issues
around racism.

The drumming sessions at the Angel Project helped to start
building links with young people from West Africa and Brazil. A
group from Brazil came to Salford to perform and meet fellow
drummers. The participants in the workshop then enjoyed a
drumming session, going through the history of African drums and
different drumming styles.

3.9 Community Safety and Crime Reduction

The Salford Crime and Disorder Reduction Partnership is made up
of public and private agencies each with their part to play in
reducing crime and disorder in Salford. We have made significant
progress in reducing crime and disorder in Salford but we
recognise that there is more work that needs to be done to improve
peoples’ perceptions of safety and to build confidence. We will
ensure that we engage with all of our communities so that we can
respond to local issues and concerns.

The Partnership has recently launched the new 2005 – 2008
Salford Community Safety Strategy. In this, we have set a range
of crime and disorder reduction targets, including targets to
increase the feelings of safety and confidence in communities, and
reduce hate crime 3. A key part of our strategy is to improve the
services available to victims and witnesses so that we can
encourage the reporting of incidents and provide appropriate
support and assistance. We are pro-actively engaging with our
BME communities to ensure that the services we provide are
appropriate to their needs.

3 hate crime includes all crimes committed against somebody because of their race,
colour, religion, sexual orientation or disability.

3.9.1        Community Wardens Scheme

In June 2001 a Community Wardens Scheme was piloted on
Swinton's Valley Estate. The scheme was very successful - and
impacted on issues relating to environmental blight and increasing
community confidence.
Building on this success, Salford City Council has rolled out the
scheme further to The Valley, Brookhouse Estate, Kenyon Way
and the A6 Corridor.
The wardens are specially trained to deal with problems and will
patrol the streets to log and report environmental and other types
of nuisance. They are also there to assist as needed, older people,
people with disabilities, black and minority ethnic communities, and
generally help local residents to feel safe and secure.
The overall purpose of community wardens is to build citizen
confidence by:
    Caring for the physical appearance and management of the
       Encouraging a sense of belonging within the community
       Visiting vulnerable people to check on them
       Report crime and Anti-social Behaviour
       Support victims of crime and disorder
       Work closely with Asylum Team to support new residents
       Work with schools to raise the awareness of relevant issues
       Run local events for the community

Community wardens are responsible for:
   Patrolling the neighbourhood

       Reporting environmental or maintenance problems to
        relevant authorities
       Checking empty properties
       Providing intelligence for the Police and NPHL

      Building community spirit and trust to report crimes.
      To report Hate crime

Future developments of this service will build on existing
good practice

3.10 Increasing cultural awareness and tackling racism in

Salford has worked in partnership with Trafford and the DFES
(Department of Education and Skills) in creating a working policy
called ‘Equality in early years’. The aim of the policy is to promote
inclusion and understanding of different racial and cultural groups
in Great Britain and providing young people and educators with an
overview of varying cultures and customs. Salford is working
towards ensuring that all early years centres such as nurseries,
child minders, after school clubs and crèches have an ENCO
(equality named co-ordinator).

3.11 Language and translation capacity

Salford City Council is striving to ensure that the needs of its non
English-speaking customers are met. This is a challenging task
with migration into and out of the city, whilst there are BME
communities many of the communities are relatively small. The city
Council uses Language Line, Salford Link Project and multi-lingual
City Council employees to provide language support. The use of
language panels is also common practice within all service areas
and this affords customers who do not have English as their first
language the facility to request information in their own language.
Currently Salford has 10 core languages. These are Albanian,
Arabic, Bengali, Chinese, Farsi, French, Kurdish, Punjabi, Somali
and Urdu.

4.0   How Salford City Council has performed in relation to its
      specific duties

4.1 Under the specific duties of the Race Relations Amendment
Act. Salford City Council is required to collate statistical data on the
ethnicity of its workforce. This means that data collected on each
employee will be up to date so that the City Council can monitor
more effectively ethnicity in the following key areas:

   Staff in post
   Applications for employment
   Training and promotion
   Performance assessment/ appraisal
   Grievance and discipline
   Staff leaving employment

Training and Promotion and Performance and Appraisal is going to
be covered under the new golden thread, Performance
Management Framework

The new data audit will be occurring on annual basis to ensure that
the data integrity is improved and an online system will also be
made available so that employees can alter their profile if the need
arises. This audit will start in 2005

Community and Social Services have better training data now, as
they have been trialling new ideas and collating information.

4.2    Training

As a public authority Salford City Council has a duty to ensure that it
sets the standard by adopting good practice. Part of this is the
delivery of training that looks at issues surrounding discrimination,
the grounds, which give rise to discrimination and how employees
can contribute to its eventual elimination.

Salford recognises the value of training in delivering improved
customer services and increasing the knowledge of staff. Freely
accessible training on the Race Relations Act 1976 and the Race
Relations Amendment Act 2000 are available on line at the following

Equality and Diversity has always been an important theme for the
Council and a key element of the Human Resource Strategy.

In order to move forwards the Council has adopted a three year
training programme to ensure that all staff will be trained in a basic
awareness of diversity as well as a Managers one day course or a
course for customer or support services.

Equilibria Training are the providers and have worked extensively
with other local authorities such as Durham and Kirklees as well as
working alongside the Public and Private sector

Within this programme the Council aim to have 150 – 200 Diversity
Leaders across the Council varying in job and title. All participants
will attend a five day training session which looks at Health and
Safety, Discrimination in the workplace, institutional discrimination,
equalities law, sexism, race, racism and pro-racism,
gypsy/travellers, people seeking asylum and refugees, disability, the
Race Relations Amendment Act 2000, challenging skills and the
inclusionary workplace. To find out more about this or the other
Equality and Diversity courses please go to -

            All Diversity Leaders roles will be voluntary however they will be
            meeting up with other Diversity Leaders four times a year. This is
            so that we can promote good practice, establish key themes to
            tackle and provide ongoing training and support.

          4.3           Work force Statistics by Ethnicity- Staff in post

          Below is a graph demonstrating the number of employees who have
          indicated they are from BME groups in post over a 3-year period, as
          a proportion of the total number of employees.
          The graph demonstrates that overall there has been an increase of
          BME’s working for the City Council, but it also demonstrates that it
          does not fully reflect the diversity of the City’s 3.9% BME population.

(Figure 4

                                                       % BME workforce over three year period




      5                                                               5
                                               3.6                                                                                      2005

                                     3.4                                                                                                2004
                             3.4               3.1
                                                                                                 2.7                                    2003
                                                     2.7                             2.4
                                   2.6                                                2.3                                       2.5
      2         2.4                                                                                                       2.5
                                                                                                2.3            1.6

      1                                                                                                       1.3

          Chief Executive   Cust & Supp    Urban Vision    Social Services    Education     Environmental    Schools      Totals
                               Servs                                                          Services

 NB Figures may have changed due to increased availability of ethnicity
        data through data cleansing exercises. Also, a restructure has
       taken place, so some areas have merged, and others have split.

                               COMMUNITIES (Figure 5)

Figures to come

4.4 Applications for Employment

Most application forms for employment with the City Council are now
obtained directly from our website or via our contact centre. These
mechanisms do not include ethnic monitoring arrangements.

The Council is currently unable to give a breakdown of applications
received by ethnic origin as a consequence of business process re-
engineering taking place in the recruitment support process. Once new
systems are operative and data has been cleansed the information will
be made publicly available.

4.5       On next page there is a table for the Breakdown of
Leavers – 1st April 2004 to 31st March 2005

(Figure 6 –next page)

                       Chief   Cust & Supp   Urban     Social                 Env.                Overall
Ethnic Origin                                                    Education              Schools
                       Exec     Services     Vision   Services               Services             Council
    White English       26         42         23        111         109        33        212       556
      White Irish       1          1                     5           1                    8         16
    White Scottish      2                                                                 3         5
     White Welsh                   1                     3           1                    3         8
     White Other                   2           1         1                                4         8
     Black African                 2                     1                                1         4
   Black Caribbean
     Black Other                   1                                                                1
     Asian Indian                  2                                                                2
   Asian Pakistani      1                                1           1                              3
  Asian Bangladeshi
     Asian Other                   1                                 1                              2
 Mixed White & Black
 Mixed White & Black
 Mixed White & Asian
     Mixed Other                   1                                                                1
 Other Ethnic Group                3                     9          35          2         66       115
     Not Declared       16        128         21         51         548         8        463       1235
    Total Leavers       46        184         45        182         696        43        760       1956
   No BME leavers        1         10          0        11          37          2          5        66
   % leavers BME        2.2        5.4         0        6.0         5.3        4.7        0.7       3.4
    4.6   Grievance Procedures

    The following table shows the breakdown of grievances for each
    directorate during the period of 1st April 2004 to 31st March 2005 at
    Salford Council:
    (Figure 7)

    Directorate         Gender            Ethnic Origin      Stage Reached
Personnel &              Nil-                  Nil                 Nil
(now Customer
Services –
changed 2005)
Strategy &                 Nil                 Nil                  Nil
Housing Services           Nil                 Nil                  Nil

Community &                Nil                 Nil                  Nil
Social Services
Customer and            Female             1 Pakistani           Rejected
Support Services
Development               -Nil                 Nil                  Nil
Education &                Nil                 Nil                  Nil
Environmental             Male                White              Stage 2

4.7   Staff subject to disciplinary procedure

Figures outline staff involved in disciplinary procedures for the
period 1st April 2004 to 31st March 2005

(See below figure 8

Directorate    Total Number     Ethnic origin of       Type of       Outcome of
                     of          complainants        disciplinary    disciplinary
Personnel &          Nil                 Nil             Nil             Nil
Housing             Nil                  Nil             Nil             Nil
Community &         17          11       White       7 Gross       2 Verbal
Social                          4       Not           10           Warnings
Services                                recorded     Misconduct 2 First Written
                                1        Pakistani                 Warnings
                                1        Chinese                2 First Verbal
                                                                2 Formal Oral
                                                                  2 First and
                                                                final warnings
                                                                3 Initial
                                                                2 Resigned
                                                                1 Dismissal
                                                                1 No case to

Customer             3                 3 White                      3 No formal
and Support                                                         warning
Development         Nil                  Nil             Nil             Nil
Education &          8                 5 White        2 Gross       5 other
Leisure                             3 not recorded       6      1 Formal Oral
                                                     Misconduct     1 Final
                                                                1 First written
Environment          4                 4 White        2 Gross    1 Resigned
al Services                                              2       1 Dismissed
                                                     Misconduct    1 Verbal
                                                                 1 no case to
Strategy and         3              White English                   1 Final
Regeneration                                                       1 Written
                                                                  1 No case

4.8 Complaints made by employees under the Dignity at
Work Policy

There have not been any complaints made by employees of
Salford Council between 1st April 2004 to 31st March 2005, which
was dealt with under stage 2 of the Dignity at Work Policy (which
relates to harassment and bullying).

5.0     Conclusion

The City Council has taken several positive steps this year in order
to improve our performance as an inclusive Council. We recognise
the business benefits of having a City in which all members of
society feel included and valued and we recognise the need to do
more to increase BME representation in the workforce.

Key improvements:

       Achieving Level 2 of the Equality Standard for Local
        Government and aiming towards Level 3
       The attendance at recruitment events aimed at BME’s
       Increasing BME representation within the workforce –
        through advertising job vacancies in Asian Appointments and
        within the Salford Links Jobs Bulletin
       Successfully recruited a new employee within Urban
        Vision/Developmental Services under “Tomorrows Planners”.
        This person started in September 04 and this has been an
        excellent method to recruit people from the BME community.
        She will be moving from Planning Applications in September
        to Development Planning. This is a National programme and
        the paid placement lasts for two years.
       The publication of “Options toolkit” to enable Directorates to
        access a diverse workforce when recruiting and selecting.
        The document has five parts; an introduction, recruitment
        options, how and where to advertise, selection criteria and
        further advice.
       Ongoing involvement of women from the BME and non BME
        community to come together to share their ideas and views
        for International Women’s Week 2006.

With the assistance of the people of Salford, the employees of the
Council, the local strategic partnership, statutory and non statutory
organisations and our members we are dedicated to turn our vision
of Salford into a reality.

6.0   Directorates Progress reports

Most Directorates apart from Education and Leisure (currently
undergoing changes) have completed a progress report for

The report reviews the following: -
   Introduction
   The structure of the Directorate
   Main functions of the Directorate
   Training
   Recruitment
   Consultation
   Public access to information and services
   Monitoring and service provision
   Equality Impact Assessments
   Complaints over the Year

                            APPENDIX A
              Race Relations (Amendment) Act 2000
           Progress Report for year ending 31st March 2005

1.   Introduction

     The Council has a duty to assess all its policies and functions for
     their relevance to the promotion of race equality. This is the
     progress report for Customer & Support Services Directorate
     covering the year to 31st May 2005.

2.   The structure of the Directorate

     Since the last Annual Report the title of the Directorate has
     changed from Corporate Services to Customer & Support
     Services. The Directorate now comprises of five functional areas-
     Finance, Law and Administration, ICT Services, Customer
     Services and Human Resources. The Directorate has a Strategic
     Director, a Deputy Director & City Solicitor and four heads of
     service - Finance, Customer Services, ICT Services and Human

3.   Main functions of the Directorate

     Finance                Provision of a complete financial service to
                            the Council

     Law and                Provision of a legal service and
     Administration         administrative support services to Members
                            and other Directorates

     ICT Services           Mainstream ICT development, operation and
                            support; management of the Pathfinder
                            Programme, business partnerships, and
                            income generation through commercial
                            offerings in the ICT field

     Customer Services      Customer contact Centre, revenues and
                            benefits, E-Government, Pathfinder and
                            Information Society, Social Inclusion ICT

     Human Resources        Personnel strategy and operational support,
                            training and development, health and safety,
                            equalities and recruitment

     4     Training

      The need to provide training on race equality issues to all staff
     and specific training to a higher level for front line staff has always
     been recognised as a major task. Within Customer & Support
     Services, all staff has had the opportunity to use an E-Learning CD
     on the basics of race equality issues and limited further training
     has been available in some aspects of race equality. A new
     induction pack has been prepared for Customer & Support
     Services including references to equality and diversity issues.
      The past year has seen the appointment of Equilbria as the
     authority’s training provider for Equality & Diversity and first &
     second tier officers, together with the Directorate’s representatives
     on the Equalities Working Group have attended briefing sessions
     given by the company. A comprehensive programme of training
     has now started and all members of staff will attend awareness
     courses over a 3 to 5 year period.

     In addition:

        A number of staff (around 25-30) throughout the Directorate
         will be
         trained as Diversity Leaders to champion equality and
         diversity issues. This process has commenced and the newly
         trained Diversity Leaders are meeting with colleagues in
         other Directorates as part of a corporate forum to enhance
         the role.

        Courses are being run for managers and front line staff

        Job specific training will be devised as appropriate

     Regular meetings of the Officer Working Group on Equalities
     (OWGOE) have taken place and this has brought new information,
     ideas and guidance from outside sources.

5.   Recruitment

     The Human Resources team have recently undertaken a review
     into the City Council’s Equal Opportunities & Recruitment and
     Retention Policies. A draft document entitled “Options recruitment
     toolkit” opens up a wide range of alternatives to managers when
     recruiting staff.

6.   Consultation

     The equalities legislation requires wide ranging consultation with a
     variety of stakeholders both internally and externally in order to
     identify any gaps in the way services are delivered. It is felt that
     this would have to be carried out at both corporate and directorate
     level, ensuring that we do not overload particular individuals and
     groups within the community. It is the view of our directorate that
     corporate consultation should be used as much as possible to
     avoid this problem.
     A consultation document has been drawn up identifying methods
     of consultation that will be required both internally and externally.
     This document seeks to identify all the external minority groups
     with which we need to consult, together with internal groups
     including members of staff. It will be a “living” document and will
     be expanded and amended in the light of experience.

            Partners in Salford are running a ‘good practice in
     community involvement’ project and as part of this are looking at
     good practice in consultation and community involvement in the
     wider decision making area. The results of their work are available
     for officers to use and are referred to in the consultation document.
     A corporate strategy for consulting with disabled people is being
     prepared by the Equalities team within Human Resources.

7.   Public Access to Information and Services

     As a result of the Freedom of Information Act more information is
     accessible by the public.

     The Directorate has listed, through the authority’s Public
     Information Scheme, all documentation that is available without the
     need for a specific request. The information is available through
     various channels at libraries, information centres and on the web
     site. The web site also caters for minority groups in providing the
     information in different formats such as Braille, large print and
     different languages.

     ICT Services has achieved 100% compliance with E-Government
     requirements for all City Council services.

8    Monitoring and Service Provision

     As part of the legislation the Directorate is required to monitor the
     use of its services for minority groups and if appropriate offer them
     in different formats. Within Salford Direct, a “ring back satisfaction
     survey” is used to identify any unmet needs within the service.
     The satisfaction survey is currently under review and as Salford
     Direct is not the only first contact point for external callers, it would
     be useful if a corporate form could be developed so that the results
     of such surveys will be consistent. This has therefore been
     included in the corporate action plan.

     Equality Impact Assessments

     A number of staff within the Directorate has attended a two-day
     course run by Equilbria on equality impact assessments.
     Following the course each area of the Directorate have produced a
     timetable showing the number of impact assessments to be done
     together with the responsible person in each case.

10   Complaints over the Year

     The Directorate has throughout the year only received a small
     number of complaints and when you view the services provided by
     the Directorate this is indeed testament to the hard work and
     professionalism of the staff


     Equality Standard for Local Government

     The Council have been committed to achieving level 2 of the
     Equality Standard for Local Government (ESLG). By 31st March
     2005 all Directorates had achieved the standard and within
     Customer and Support Services a timetable has been written
     allowing for initial impact assessments to be completed for all
     services and policies within the Directorate by 31st March 2006.The
     consultation document referred to in paragraph 6 is a further
     requirement of the standard.

Electronic workbooks were obtained for all Directorates within
the Council. There are two workbooks within Customer and
Support Services - ‘Customer Services’ and ‘other areas’ and
they have now been completed to level 2; associated evidence
files provide the necessary background information.           A
decision will have to be taken shortly on the timescale for the
City Council to achieve level 3 of the Equalities Standard.

Disability Discrimination Act

Under the Disability Discrimination Act 1995, the City Council has
to have in place a timetable to ensure that all public buildings have
suitable access for disabled users. The Council now has in place
a corporate plan, to show that all necessary changes will be
brought in, even though it may not be possible for all such changes
to be implemented within the timescale due to the large financial
outlay necessary. An amount of £250k has been set aside for work
in 2005-06.

                       APPENDIX B
           Race Relations (Amendment) Act 2000
     Progress Report for Year Ending 31st March 2005
                       March 2005

1.    Introduction

The Environment Directorate supports the aims and objectives of
this legislation as we have always been committed to the provision
of services, which are fit for purpose, and which continually has all
customers and consumers needs at the heart of decision making,
within the resources which we have available. The Directorate’s
services contribute to the City Council’s Strategic Pledges with
particular emphasis on “Enhancing Life in Salford”.

Salford City Council as a whole is committed to equalities in their
widest sense, and in respect of race equality is fully committed to:

           Eliminating unlawful discrimination
           Promoting equality of opportunity; and
           Promoting good relations between people of different
               racial groups.

Evidence of this commitment within the Directorate can be found
within the Charter Marks awarded to Refuse Collection, Public
Protection, Bereavement Services and Salford Pride service areas;
the Directorate-wide IIP award and the Community Legal Services
Award awarded to Trading Standards Advice Service; all of which
demonstrate a commitment to race equality

The assessment of our policies and functions was undertaken for
the first time, under the Race Relations (Amendment) Act, in
March 2002. Each directorate division carried out the exercise and
the results were formulated into a report and action plan, which
has shaped our activity over the last year.

In February 2004 the Directorate’s Management Team considered
and approved a report emphasising the commitment to a range of
equality issues, which should help mainstream equality. These
include commitments:

      To contribute, where appropriate, to the consultation and
       scrutiny element of the Corporate Equalities Plan;
      To engage with all those affected by service delivery;
      Quality self assessment, scrutiny and audit;
      A comprehensive equality policy and to redress all inequality
       for all services;
      Implementing the equality impact and needs assessments
       for all services;
      Developing equal access to services and to incorporating
       equality objectives in to service plans;
      Setting equality standards for all services and establishing
       monitoring systems;
      Providing appropriate training;
      Building equality objectives into management appraisal as
      Carrying out a detailed review of equality in employment /
       recruitment and taking appropriate action.

These commitments form the basis for the Action Plan for 2004/5.

2.     The Structure of the Directorate

The Directorate had three main divisions in 2004: Public
Protection, Environmental Maintenance, and Business and
Customer Support. An Assistant Director, who supports the
Director and Deputy Director in the strategic and operational
management of the Directorate, heads each Division. Further
corporate restructuring is under way with new heads of service
areas and new divisional Assistant Directors, the Environment
Directorate is also absorbing new services in 2005 comprising
Citywide Services for cleaning and catering, from January 2005
with budgetary transfer from April 2005 and Licensing services
from April 2005.

3.    The Main Functions of the Directorate 2004/5 include:

Public Protection    Environmental              Business &         Citywide
                     Maintenance                Customer           Services

Food Hygiene         Refuse Collection            Bereavement      Building
                                                  Services         cleaning
Health and Safety    Street Cleansing                              services for
                                                  Strategic        151
Pest Control         Grounds Maintenance          Planning         corporate
Drainage             Parks      and      Open     Performance      and
                     Spaces                       Management       schools.
Protection           Vehicle Management           Quality          School Staff
                     and Maintenance              Initiatives      and Welfare
Consumer Advice                                                    catering.
                     Salford Pride                Community
Weights and                                       Focus            Commercial
Measures             Winter Maintenance                            and
                                                  Financial        Function
Pollution control    Commercial Contracts         Services         Catering

                     Recycling Initiatives        Personnel
                     Anti Graffiti

                                                  Technology /

                                                  Training and

Currently there are 1557 employees within the Directorate (1566
from April with Licensing staff) serving a Salford wide population of
approximately 220,000

4.    Training

The Directorate is committed to training and development as
evidenced through IIP recognition and therefore the Race Equality
Scheme will be included within training plans, etc. As an initial part
of this commitment this scheme has been discussed in detail at the
Directorate Management Group and cascaded to service teams as
well as featuring on the Directorate’s newsletter Ecsoset.

The Directorate has established a Human Resource Strategy in
which training has a significant input. This supports the principles
of Investors in People (IIP) to which we are committed:

 Copies of the Corporate E-Learning CD on the Race Relations
  Act 1976 and the Race Relations (Amendment) Act 2000 have
  been made available to all staff and distribution is being
  monitored to ensure that all staff complete the training. To date
  all officers have completed the training. Similar training is now
  available on the Intranet.
 Staff required to use the Language Line Service have been
  trained on its use and are available to cascade training to other
  members of staff. Staff requiring access to the service in future
  will be made aware of the availability of training that is now
  available on CD-rom and video.
 An Officer in the Business and Customer Support unit
  represents the Directorate on the corporate Equality Officers
  Working Group (EOWG).
 Managers have either completed or are scheduled to attend the
  corporate impact assessment training courses.
 A programme of awareness training is in progress for all staff.
 A manager of the Business and Customer Support unit has
  completed the Diversity leader programme and other members
  of staff are scheduled to attend.
 Diversity issues have been built into the induction programme.

5.    Recruitment.

The directorate uses the corporate personnel procedures to ensure
correct compliance in recruitment and H.R. matters.

6.    Consultation

The Directorate has a detailed and formalised consultation
methodology established as evidenced through the four Charter
Marks achieved. There is a plethora of consultation activities
undertaken throughout the Directorate, both internally and
externally. These include:

                 Internal                        External
      Specialist Unit Meetings,        AGMA Service Manager
      Team Meetings                    Internet
      Shop Steward Meeting             Notice Boards
      DC/SC                            Media Articles
      Directorate Management           Radio Interviews
      Directorate Management           Wall Planners
      Annual Staff forum               Service Newsletters:
                                       Bereavement Services,
                                       Trading Standards, Salford
      Appraisals                       Customer Satisfaction
      Intranet                         Members Newsletter
      Members Hour for councillors     Key Issues Document
      Lead Member Meetings             Scrutiny commissions
      Notice boards at depots and      Community Forums: Friends
      divisional offices               of Cemeteries, Friends of
                                       Parks, Funeral Director /
                                       Clergy Group
      Ecsoset house magazine           Publicity Folders
                                       Public open days

The establishment of a specific Consultation Team as part of the
Business and Customer Services Unit oversees and co-ordinates
this consultation activity and facilitates specific consultation under
the Race Equality banner as part of the process.
Specific customer satisfaction and ethnicity use of services
surveys are undertaken for all our services and the results are
available to service managers when reviewing and shaping their

7.   Public Access to Information and Services

We have used both the Bury MBC Translation Service and the
Salford Link Project to translate documents when it has been felt
appropriate but demand is low and use of these services very

As part of a Best Value Review of services a study was
commissioned from a business school to research ethnicity and
access to Environment Directorate services.

All of our leaflets carry a language panel indicating that the
information can be translated if required. Once again demand has
been very low.

Leaflets can be translated or provided on audiotape on request.

Reception points and offices that are visited by customers, and
front-line staff, have access to the Language Line service to
provide interpretation where a need is identified.

An extensive access audit has been carried out of all publicly
accessible land and buildings during 2004. An action plan has
been prepared to ensure adequacy of access and a programme of
work to make buildings compliant have been compiled for funding
allocation on a phased basis corporately. It is hoped to commence
work on the Crompton House reception area during 2005.

8.     Monitoring of Service Provision

The directorates approach to ethnic monitoring follows the
Corporate guidelines.
We have developed customer satisfaction / equality of usage
surveys for all our services and the business plans are constantly
reviewed in the light of customer feedback.

9.     Equality Impact Assessments

The Equality Impact Assessment process was introduced to the
directorate back in 2002/3 with each section being aware of its
responsibilities to carry out assessments. Initial Assessments have
been completed for all existing policies as part of the action
planning. Whilst our business plans have been devised with
equalities compliance in mind, Impact Assessment should be
integrated into the business planning process and managers will
program reviews for 2005 following the completion of Assessment

Initial impact assessments have been completed for the following
policies identified from the directorate’s Business Planning

    Weekly Household Collection Service
    Kerbside Collection
    Clinical Waste Service
    Household Bulky Collection Service
    Issue of Wheeled Bins
    Street Cleaning
    Litter Bin provision
    Graffiti Removal
    Croft Clearance / Property Clearance
    Winter Gritting
    Public Protection – Enforcement and Prosecution
    Burial and Cremation Service

It is Directorate policy to carry out initial assessments of all policy
areas and this has been substantially achieved. The assessments
revealed that there were a number of policies that did raise
equality issues but there were nothing raised that was not already
dealt with as part of the policy.

10    Complaints over the year

There has not been any complaint during 2004 to which this policy

                        APPENDIX C
            Race Relations (Amendment) Act 2000
       Progress Report for year ending 31st March 2005

1    Introduction

The past year has seen massive changes in the Housing Services
Directorate with the directorate seeing expansion by around fifty
percent and a major restructure. The Directorate is now the
Housing and Planning Directorate due to the formation of Urban
Vision (a unique partnership between Salford City Council,
property and infrastructure consultancy, Capita Symonds, in
association with construction experts, Morrison). This report will
focus on the Housing Services division only due to some
uncertainty around the new structure.

2.   Structure of the Directorate

Plans associated with the new structure have not yet been
confirmed but details are expected to be released within the next
few months. Currently, the Housing Division is split into 12 teams
(detailed below):

Policy and Resources
Partnerships and Planning
Market Support (Sustainability and Enforcement Teams)
Performance Team
Market Renewal (East and West Teams)
Administration and Support
Supporting People
Homelessness and Housing Advice
Housing Choice and Development

The Council housing management functions of the Council were
transferred to New Prospect Housing Limited in September 2002.
The Council monitor the performance of the company including its
equality responsibilities – The CRE Code of Practice in Rented
Housing, Social Landlords: Tackling Racial Harassment, the
Disability Discrimination Act and the Race Relations Amendment
Act. NPHL have produced a separate racial equality scheme in
March this year and have plans to develop a corporate equality
plan incorporating actions of the Race Equality Scheme. NPHL
have also renewed their commitment to reaching Level 2 of the
Equality Standard by December 2005 and Level 3 by March 2007.
They continue to report on their progress on equality work on a six
monthly basis, at their management board.

3      Main functions of the Directorate

Housing Services have developed twelve key service priorities or
areas of work for the next 12 months taking into account the
priorities of the Government and of the council as well as our own
vision and strategic priorities:

i.     Achieve Housing Options ‘sign off’ and its delivery:

        The Housing Options review has been undertaken to look
       at investment options to bring all council housing up to the
       Decent Homes Standard by 2010. The Review is due to be
       ‘signed off’ by the Office for the Deputy Prime Minister
       (ODPM) in June 2005.

ii.    Begin the process of reviewing the Housing Strategy and
       providing the evidence base for 2006-2009.

        The ‘Fit for purpose’ Housing Strategy for 2004-2006 was
         published in March 2005’. The strategy lists the priorities,
         aims, plans and actions for housing for next two years.
        We will commission a Housing Market Demand Study in
         April 2006 to inform the next strategy.

iii.   Complete Regulatory Reform Order (RRO) review and
       implement recommendations

        Publish an updated Private Sector Housing Assistance
         Policy and take through the political decision making
         process by August 2005. This will allow the Council to
         provide appropriate assistance to a wide range of people
         in a number of forms.

iv.    Provide a ‘fit for purpose’ support services function:

        To develop e-government and freedom of information
         further will continue. This area of work also involves
         providing a marketing and communications service for the
         directorate to help promote the positive work being carried
         out and informing the residents of Salford about the
         services available to them and how to access these

v.     Progress slipped targets on older people’s priorities:

        Complete an Older Person’s Housing Strategy by
         September 2005.
        Complete an extra care housing strategy by September.
        Develop an integrated Falls Service linked to completion
         of the ODPM’s falls project by March 2006.

vi.    Successfully manage the required financial efficiencies in the
       Supporting People programme:
        The Supporting People Strategy was completed in March
        Complete reviews monthly as defined in the review
         completion timetable and approved by the Commissioning

vii.   Implement the ‘My Home in Salford’ initiative:

        Undertake a review of and develop an action plan for the
         way allocations to social housing, Homelessness services
         and disabled facilities grants are managed by September
         2005. It is planned that services will be re-configured to
         ensure customers can access the services through a
         single point allowing easier access.
        Introduction of a Choice Based Lettings System by March

viii.   More effective management of our business through
        partnerships and neighbourhoods

         Salford Housing Partnership was launched in September
          2004 and has brought together key stakeholders to
          provide strategic direction for the development of the
          housing system in Salford. The division is now looking for
          the Partnership to agree a way they can link into
          neighbourhood management process by September
         Establish Housing Services representation on all of the
          key partnership boards by September 2005 to ensure that
          Housing Services are involved in all decisions taken by
          relevant partnership boards.

ix.     Continuing Organisational Development

         Mainstreaming equalities into Housing and Planning and
          compliance with Equality requirements i.e. complying with
          RRAA 2000 and the Equality Standard.
         Undertake continued equality training for staff to ensure
          awareness of the equalities agenda.
         Compliance with the Housing Inspectorate improvement
          agenda by the introduction of quality management
          processes i.e. undertake Key Lines of Enquiry (KLOE)
          gap analysis for all Generic (including Equalities) and
          Housing KLOEs by June 2006.
         Introduce Customer Satisfaction measurement to all key
          areas of housing services by September 2005.

x.      Improve all Homelessness Performance Indicators

       Introducing a joint assessment process in partnership with
        NPHL supported tenancies service.
       Application and introduction of the homelessness prevention
        template by May 2005.

xi.      Housing Act 2004 Implementation

        Review of Right to Buy Process including relevance of equity
         release loans and home information pack.

xii.     Successfully negotiate the Housing Market Renewal
         ‘Scheme Update’ and deliver the housing capital programme.

          Complete funding negotiations and deliver and achieve
           full spend for the 2005/06 Housing Capital programme.

It should be stressed that the above is not an exhaustive list of the
functions of the directorate, merely an indicative sample. There
are also additional uncertainties due to any possible changes in
the above priorities or the addition of any new priorities.

4.       Training

Staff in the Housing Services Division will be provided with training
around diversity and equality issues via the Corporate Equilibra
Training programme. The programme will be rolled out to all staff
over a five-year period. The division is well on the way to having a
representative proportion of staff trained as ‘Diversity Leaders’ and
attendance on 1 day awareness training is also on target.

Housing Services have developed an Equality Impact Assessment
Toolkit with the assistance of Greater Manchester based
consultants Tung Sing. Training was provided to all teams in the
use of the toolkit and a total of fifteen Equality Impact Assessments
have been undertaken and published on the Council’s website
prior to March 2005.

5.       Recruitment

Recruitment for Housing Services staff is undertaken with the
assistance and advice from the Council’s Corporate Personnel and
Performance Out-stationed Team, following all equality guidelines.

6.   Consultation

Due to the relatively large number of strategies and plans currently
in development and due to be developed, the need for and the
importance of taking a co-ordinated approach have been
recognised. As part of the production of the overall Housing
Strategy, a forward plan will be produced for consultation for all
supporting strategies.

Consultation has begun with people from Black and Minority Ethnic
(BME) minority faith and minority white residents to produce the
Council’s Diversity Living Strategy. The consultation, wherever
possible is being co-ordinated with any other consultation that is
taking place. The Strategy is due to be completed by October

The Housing Option Review is the largest and most
comprehensive consultation the council has ever undertaken. The
review was undertaken to look at investment options to bring all
council housing up to the Decent Homes Standard by 2010. The
review has consisted of three phases; the first phase concentrated
on awareness raising, the second phase on consultation and
awareness raising using a variety of methodologies to ensure the
process was as inclusive as possible. The third and final phase
has involved providing feedback information on the results from the
previous phase and giving details on the options for each area that
will enable the Council to bring properties up to the Decent Homes
Standard - this may be through securing investment, looking at the
future of properties with large repair bills and changing the way
homes are managed.

A project is currently being undertaken by the Housing
Performance Team to introduce Customer Satisfaction
Measurement to customer-focussed teams within the division and
NPHL. An action plan will be in place within the next 12 months.

7.    Public Access to Information and Services

The principal customer facing services provided by Housing
Services are as follows:

Dealing with homelessness and providing housing advice;
supplying disabled adaptations; informing council estate tenants
and residents of their future housing options; dealing with
complaints about private landlords and/or their properties; dealing
with complaints about empty/unfit properties; addressing home
safety issues and administering private sector renovation grants.

All these services can be accessed via the Internet and via the
telephone. All these services visit customers at home. With the
exception of the disability grants service, all these services provide
booklets / leaflets / posters in a range of formats on request (audio,
electronic, Braille, large print). In addition to this, the majority of the
teams that provide these services hold local surgeries and attend
community meetings where appropriate.

The Housing Options Team also holds drop-in events and
publicise their activities in the local press. In addition to this they
have developed a “venue suitability checklist” which assesses the
accessibility for disabled people of venues that they use to hold
public meetings. The Team has also offered information in
different languages and translation and interpretation services are
available on request.

8.    Monitoring and Service Provision

The Performance Team will be introducing a 6 monthly equality
monitoring report later this year. This report will cover all of the
Housing services Teams and NPHL. The Council will monitor
these reports.

Although New Prospect Housing Limited now carries out the
management of the Council’s housing stock; the Council is still
ultimately responsible for delivery of the service. It is therefore
important that the Council obtain the tenants views on the service
provided. The three yearly tenants satisfaction survey (the Status
Survey) is the principal method of doing this and the survey
includes a breakdown of responses from BME tenants.

New Prospect produces a six monthly report on their equality
performance, which goes to their parent board. The Performance
Team based in Housing Services are responsible for monitoring
the performance of NPHL.

9.   Equality Impact Assessments

Housing Services have produced an Equality Impact Assessment
Toolkit. The toolkit was developed with staff input via the Housing
Equalities Group. The Housing Equalities Group has membership
from across all of the Housing Teams. Members of the group were
trained in the use of the toolkit on an individual basis and then
went on to conduct the impact assessments identified for their

Small working groups were organised consisting of members of
the Housing Equalities Group to go through each completed EIA to
ensure they have been completed satisfactorily and to gain
feedback on the use of the toolkit.

In total, 15 Equality Impact Assessments were undertaken across
the division and have been published on the Council’s website.

Impact Assessments undertaken include the following:
   Supporting People Review and Appeals Policy;
   Supporting People Charging Policy;
   Protection of Property Policy;
   Admissions Criteria for Access to Emergency Temporary
   Warning and Eviction Policy from Temporary
   Housing Renewal Policy – Regulatory Reform Order 2003;
   Contractor’s Scheme;
   Disabled Facilities Grant Procedure;
   Enforcement Policy;
   Affordable Warmth Strategy;
   Burglary Reduction Initiative;
   Relocation Assistance Policy;
   Homeswap Policy;
   Renovation Grants Assistance;
   Housing Options Review;

Policies / function scheduled for Impact Assessment this year
include the following:
    Review of the Disabled Facilities Grants procedure using
      Business Process Re-engineering;

   Development of a partnering process with builders /
    contractors to deliver a proportion of the Disabled Facilities
    Grants work;
   Allocations policy;
   Diversity Living Strategy;
   Landlord Licensing;
   Regulatory Reform Order (Stage 2);
   Supporting People Strategy;
   Homelessness Strategy;
   Homelessness Prevention Service;
   Joint Assessment Process;
   Customer Compact Review;
   Older Person’s Housing Strategy;
   Young Person’s Housing Strategy;
   Student Housing Strategy;
   Gypsy and Traveller Housing Strategy;
   Supported Accommodation Strategy;
   Affordable Housing Strategy;
   Management of non-dwelling assets;
   Housing Market Assessment – West Salford

10. Complaints over the year

At the present time the Council is in the process of making
changes to our corporate complaints system. By early June a new
corporate computerised complaints system will be introduced to
include ethnicity monitoring. The new system will enable us to
establish the exact number of complaints made by BME groups.

When the new system is ready to be launched we will re- publicise
the formal complaints scheme in an attempt to increase awareness
among the BME community and with a view to increasing their
confidence that we do listen and that complaining can make a

                         Appendix D
    URBAN VISION PARTNERSHIP AND (former sections within
                   Development Services)
             Race Relations (Amendment) Act 2000
        Progress Report for year ending 31st March 2005

1      Introduction

Urban Vision Partnership Limited began trading on the 1st
February 2005.

On this day 392 Salford City Council employees were seconded
into the new Company. The Company is committed to using the
equality standard as a framework to ensure that all our services
are accessible to everybody.

Urban Vision supports the aims and objectives of the Disability
Discrimination Act 1995 and as a consequence has created an
action plan that was devised to meet the priorities identified in
delivering Part III Access to Goods, Facilities and Service
requirements of the Act.

The Council has taken the decision that the Disability
Discrimination Act 1995 should be expanded to cover other
equality issues such as race and gender.

A web tool called the Equality Standard has been established
within the Authority and now monitors the provision of services with
regard to race, gender and disability.

The Equality Standard recognises the importance of fair and equal
treatment in local government services and employment and has
been developed as a tool to enable local authorities to mainstream
gender, race and disability into council policy and practice at all

2     The structure of the Division

The Company is comprised of four Divisions, which are as follows;
below this level there are seven business areas, each managed by
a Business Unit Manager.

     Business Strategy and Development

This Division is responsible for the strategic direction of the
Directorate and supports the other Divisions within the Directorate
with issues ranging from Human Resources to Information

     Engineering and Highways

This Division is responsible for the delivery of the Highway
Maintenance Programme, the Block 3 Capital allocation,
Engineering Design Services, Road Safety, Car Parking and the
Direct Labour Organisation.

     Planning

This Division is responsible for Development Control, which is the
process concerned with dealing with planning applications,
Building Control and Development Planning. Planning are
responsible for the development of the Unitary Development Plan

The UDP, sometimes known as a Local Plan, is a statutory
document that sets out council policies that will be used to guide
development, conservation, regeneration and environmental
improvement activity in Salford.

     Property and Development

This Division is responsible for the Architectural and Landscape
Design function within the Directorate, which includes Architectural
Design, Building Services Engineering, Landscape Design,
Quantity Surveying, Property Maintenance and Education Asset

3     Main functions of the Directorate

The company delivers the services that the former Development
         Services Directorate was responsible for which are as

               Planning and Building Control
               Highway maintenance
               Traffic and Transportation
               Engineering Design
               Architectural and Landscape Design
               Property Services
               Business Services.

4        Training

The Company is committed to equality when delivering its services
and part of this commitment is to introduce a framework for
equality training. The Authority has arranged for a training
Company called Equilbria to deliver its training and this training will
be rolled out to all staff within the next twelve months.

The training will consist of a one-day awareness course for all staff
and diversity leadership training for a number of selected staff. We

have developed a training database to ensure that all training
records are kept up to date.

5         Recruitment

        Urban Vision complies with Salford City Council’s equal
        opportunity policy in relations to recruitment.

6           Consultation

     Within Urban Vision an Equality Working Group (UVEG) has
      been set up to address issues of equal access to council

     Members of the Equality Working Group attended the
      Diversity Forum (a number of local BME people) and
      provided information and answered questions concerning the
      provision of services provided by Urban Vision.

     Panel Questionnaire carried out on members of the public.

     “Think tank” meetings held by management (planning) to
      consult relevant staff on Draft Disability Action Plan.

     A generic public consultation document is been produced
      which will be adopted when it is complete.

    7        Public Access to Information and Services

    The Company is 100% enabled and information concerning its
    functions and services can be found and accessed on the
    Internet. An example of this is the submission of planning
    applications. Planning application can now be submitted and
    paid for on line and the planning information leaflets are
    available in the six recognised languages. The language line
    facility is available for customers whose first language is not

    All letters sent out to customers contain an information leaflet in
    a variety of community languages.

8      Monitoring and Service Provision

     Urban Vision is constantly bringing in service improvement and
     monitors its performance through a number of mechanisms
     including quality assurance ISO 2001, Best Value Reviews,
     process re engineering and the Comprehensive Performance

9      Equality Impact Assessments

The Company is committed to progressing the equality standard
and has produced a timetable for completing Equality Impact
Assessment’s throughout the Company. A number of Equality
Impact Assessment’s have been carried out and these will be
published on the Internet.

10     Complaints over the Year

There have not been any complaints to which this policy applies

                     APPENDIX E
          Race Relations Amendment Act 2000
    Progress Report for year ending 31st March 2005

1     Introduction

During Year 3 of the Race Equality Scheme services within the
Directorate continued to assess their policies and functions and
determined their relevance to the general duty under the Race
Relations (Amendment) Act (RRAA) to:

     Eliminate unlawful discrimination
     Promote equality of opportunity and
     Promote good relations between people of different racial

As with years one and two, actions were identified as being
Directorate – wide issues which were common to many services.
These were addressed at Directorate level. Services implemented
actions identified within their own plans. Progress against the
Action plan is not appended to this report as plans are being
extended to August 31st 2005. This is because the Education and
Leisure Directorate closes down on August 31st and a new
Children’s Services Directorate commences 1st September 2005.
After this time, when teams have had a chance to settle into their
new roles, new Action Plans will be written to reflect more
accurately the needs of the new Directorate. In addition to this, the
Directorate Equalities Team completed an electronic workbook to
determine progress against the Equalities Standard. We are
hopeful that we have Level 2 and District Audit will inspect
evidence for this in the summer of 2005.
Over the year the Directorate has been working with Salford
Diversity Leadership Forum to allay the fears for the BME
communities and to work with them in raising attainment and
increasing inclusion for BME communities within Salford schools
An Action Plan was developed to affect this and was consulted on
by the community; It is currently being implemented and will be
monitored and evaluated at the same time as the RRAP.
The Directorate Equal Opportunities Planning and Implementation
Group continues to meet or has virtual meetings via email to
promote Equal Opportunities within the Directorate and to assist

Service Managers in undertaking Impact Assessments and
ensuring RRAA training takes place.

2       Current Structure of the Education and Leisure

The Education and Leisure Directorate structure consists of a
Director, a Deputy Director with responsibility for School
improvement, four Assistant Directors and a seconded Special
Initiatives Manager. The Assistant Directors each have
responsibility for one of four main sections, each of which has
services and teams. These are as follows:

       Deputy Director – School Improvement
       Assistant Director – Inclusion and Access
       Assistant Director – Culture, Lifelong learning and Sport
       Assistant Director – Resources and Planning
       Assistant Director – Capital and School organisation
       Special Initiatives Manager

Management structure of the Directorate
   Director of Education and Leisure
   Deputy Director of Education and Leisure (also Head of
        School Improvement)

Assistant Directors x 4

Deputy Director – School Improvement
       School Improvement Team
       Excellence in Cities
       Music and Performing Arts Service
       Ethnic Minority and Traveller Achievement Service
       Governor Services

Assistant Director – Inclusion and Access
     Special Educational Needs
     Educational Psychology
     Education Welfare
     Education Inclusion Service
     Admissions and Exclusions

Assistant Director – Culture, Lifelong Learning and

     Culture and Heritage
     Early Years and Childcare
     Lifelong learning
     Youth, Sport and the Community
     Adult and Community Education.

Assistant Director – Resources and Planning

     Finance (out stationed)
     Personnel (out stationed)
     Citywide
     Support Services
     Strategic Support
     Governor Support
     Training and Development
     Equalities Issues

Assistant Director – Capital and School Organisation

     Asset Management
     Capital Programme
     Health and Safety
     PFI and PFI Partnerships
     School Travel
     School organisation and review
     School Security

Changes to the Senior Management of the Directorate

The Senior Management structure of the Directorate has remained
stable since the new AD appointments were made. There has
been growth and strengthening within teams.

As part of the corporate restructure and in preparation for the new
Children’s Services, appointments have been made to commence
September 2005. These are follows:

Children’s Services Director                   Jill Baker
Children’s Services Deputy Director            John Stephens
Children’s Services Assistant                  Paul Greenway
Children’s Services Assistant                  Faith Mann
Asst Director Inclusion Services               Paul Woltman
Children’s Services Assistant                  Vacancy

Roles and responsibilities of the new AD posts are still being
finalised and their tier posts should be finalised before September

2    Changes to the Directorate
Changes to the Directorate become operational from August 31st
2005 when the Education and Leisure Directorate closes down
and a new Children’s Services Directorate opens on 1st September

Number of employees within the Directorate
1103 persons employed by the Education and Leisure Directorate
4126 persons employed by schools

     Main functions of the Directorate

The Directorate provides a range of education and leisure services
to the public through schools, leisure centres, libraries, museums
etc. The services provided are diverse and wide-ranging, involving
the community at different levels via consultation and discussion.
The Directorate undertakes a number of statutory functions on
behalf of the City Council. It aims to offer continuously improving
services to schools and to the community.

4     Training

There has been some training delivered internally via the Youth
Service and the Early Year Teams. Staff have also been able to
access e-learning modules concerning race issues. All staff is
signing up to the corporate Equilbria equalities training as
appropriate to their job. It is intended that all front line staff are
trained first and that all staff will be trained over a three-year
A Principal Equalities Officer has been appointed and part of his
remit is to work with schools to provide training in all aspects of
equalities. This will be written into the action plan with targets set
for achievement

5     Consultation

Regular ongoing consultation has taken place with different
services and different communities. A useful opportunity for
consultation took place in September and in December 2004 when
Senior Officers of the Directorate and the City Council had the
opportunity to meet Salford’s Black Minority Ethnic Communities.
This allowed for educational issues and roles and responsibilities
of the LEA, Governing bodies and Schools to be detailed..
Following this an action plan was drawn up and went to
consultation. This is monitored alongside the Race Relations
Action Plan

6     Public Access to Information and Services

Most Council documents are now being available to the public.
Work has been undertaken within the Directorate and with schools
concerning data protection and the Freedom of Information Act.
There are named people to assist school and directorate staff if
issues arise. There has been an increase in the number of
services seeking assistance with translation of documentation. A
leaflet explaining how this can be done has been provided for
service managers to use. This continues to be an area for
development and is part of the Directorate Action Plan. Services
are more aware of the need to be accessible to those for whom
English is not the first language. The Directorate has been
investigating various groups across the city that can assist with
translation e.g. The Link Society. Other City Councils have been
approached to see if a translation service can be brokered. This
work is ongoing. The use of the translation service Language Line
has not yet been evaluated. It is intended to roll this out to other
parts of the Directorate during 2005 – 2006 after which its
effectiveness can be measured.

7     Monitoring and Service Provision

Services continue to look at their policies and functions to
determine their relevance to the general duty under the Race
Relations (Amendment) Act to eliminate unlawful discrimination,
promote equality of opportunity and promote good relations
between people of different racial groups. The services offered are
diverse and systems are not yet in place to monitor provision by
ethnicity. Staff completed equalities Surveys in past years but
need to be updated for 2004 – 2005. This information will assist
with employment statistics. This is an ongoing process and staff
has been provided with a leaflet explaining the purpose of
monitoring. The Directorate aims to increase the number of
employees who will be trained in Race Relations issues. New
systems and procedures will be introduced to ensure that
monitoring of key functions and activities takes place, which in turn
will highlight any areas where further action is required, particularly
in relation to ensuring that all services comply with the RRAA in
terms of what they offer.

8     Equality Impact Assessments

The corporate Equal Opportunities Officers Group advised
Directorates on how Impact Assessments should be undertaken
and had earlier offered training in conducting them. Currently,
Equilbria consultants have been offering training in this. The
assessments were widened to include all aspects of equal
opportunities. The assisted teams in completing their Impact
Assessments. The Directorate Leadership Team oversaw their
process. The Directorate took the decision to conduct only Initial
Impact Assessments at this stage and to conduct the more in-
depth ones at a later date. It is the responsibility of all service
managers to ensure impact assessments are completed. At a
future date these will be put on the intranet. A small cross-
directorate group has been working on improving the process for
the future. As these are also a requirement for reaching Equality
Standard for Local Government Level 2, we are hoping all services
will comply.

     The Impact Assessment Process

Service Managers find the process challenging but useful and
informative. It was useful to consider the impact of policies in
relation to all aspects of equal opportunities rather than just from
the point of view of race issues. The process should inform future
planning and therefore improve standards of service delivery. The
new proforma should assist with this.

           Key Issues arising from the process

It is hoped that as the Impact Assessments are completed there
would be changes to subsequent planning. As said last year,
service managers say that the process has made them question
their practice and enabled them to plan more effectively. Services
need to plan effectively to meet the needs of minority ethnic and
asylum seeking groups and other groups who are hard to reach.

9    Complaints over the year

There has been one racist complaint reported over the year, which
was dealt with jointly by the Schools and the LEA.

Schools continue to record and report racist incidents appropriately
on a monthly basis.

                      APPENDIX F
     Progress Report for year ending 31st March 2005

1       Introduction

Our policies and functions were assessed for the first time, under
the Race Relations (Amendment) Act, in March 2002. Each
business unit was involved and the results were formulated into a
report and action plan. Given the size and complexity of the
Community & Social Services Directorate this was a difficult task
and we were under no illusions that further work would be needed
over a number of years.

2       The structure of the Directorate

Community & Social Services is organised into five Divisions:

       Children's Services
       Adult Services
       Community Services
       Performance & Customer Care
       Support Services

Employing almost 2000 people we are directly involved in the
provision and commissioning of personal social services and
community development, in its broadest sense, across the City.

A number of services are integrated with Health Services and
managed under a partnership arrangement:

     Joint Learning Difficulty Service (Salford PCT)
     Mental Health Services (Bolton, Salford & Trafford MHT)
     Intermediate Care Services (Salford PCT)
     Community Occupational Therapy, Equipment & Wheelchair
      Services (Salford PCT)
     Drug and Alcohol Services (Salford PCT)

A number of services are also provided through partnership
arrangements with the Voluntary Sector, for example:

    The Princess Royal Trust Carers Centre
    3 Children’s Homes
The Directorate is currently undergoing a reorganisation, in
conjunction with the Education & Leisure Directorate, which will
see the setting up of two new Directorates in September 2005.
The Children’s Services Directorate will include the social work
services for Children and Families and the Community Health &
Social Care Directorate will include cultural and leisure facilities.

3     Main function of the Directorate

Our vision is to:

'Improve the life chances and promote the independence of
the citizens and communities of Salford'

The very nature of ensuring that the needs of vulnerable
individuals and families are met within balanced and sustainable
communities means that the Directorate has a wide range of

As well as providing a social work service to adults, older people,
children and families in the community and hospital settings the
Directorate provides and purchases a wide range of residential &
nursing care, day care and domiciliary services. We also provide
various specialist services such as Welfare Rights and Debt
Advice. The Directorate also oversees Community Strategy. As
mentioned above the services provided by the Directorate will
change in September due to the reorganisation.

4     Training

Anti-Discriminatory Practice Policy training has continued. Six
courses are run during the year, lasting two and a half days. The
courses are targeted at staff in direct contact with the public and
service users and are attended by 20 staff at each session. At
least two one-day briefings for Managers are held during the year.
From 1st April 2005 this has been replaced with corporate
awareness training for all staff – 1 day awareness training for all

staff followed by either the 1-day training for front-line staff or the
1-day training for managers. In addition a number of Principal
Managers will attend the 5 days Diversity Leaders Training.

Each Team has the CD ROM for Race Relations (Amendment) Act
training and a book entitled 'Faces of Britain' for reference.

Every member of staff has a copy of an A4 poster on promoting
race equality under the Act.

5     Recruitment

The Workforce Planning and Strategy of the Directorate involves a
new method of recruitment based on a competency model. This is
being taken forward with blocks of staff, the first group being
administrative staff, and is now starting on residential staff in
Children’s Homes. This is a more inclusive system, focussing on
potential and attributes required. In addition recruitment events
have been attended and the people attending have been assisted
in making applications.

Consideration is being given to organising pre-employment
courses targeted at applicants needs e.g. literacy, numeracy. In
addition steps are being taken to market social care as a career,
for example an article in a magazine covering the work of two BME
members of staff.

Records indicate that as at January 2005 2.95% of the workforce
described themselves as coming from a BME background.

6     Consultation

Our approach is tailored to the needs of the Directorate and its
separate business units and workplaces. Information sharing,
consultation and participation in all aspects of service provision
and planning is based on the Working Together Strategy for the
Involvement of Users and Carers and is an in-built part of the
Directorate's ethos. In addition 2 statutory surveys are undertaken
each year covering the views of service users and carers

Whilst consultation is an on-going activity feedback from specific
meetings also informs the business plans and impact
assessments. Examples of such meetings include:

       Best Value Review of Community Engagement
       Meetings with Salford Link Project
       Meetings with the Yemeni Community
       Race Relations (Amendment) Act Implementation Group
       Black & Minority Ethnic Staff Support Group
       The Salford Diversity Leadership Forum

7       Public access to information and services

We have a contract (joint with Salford Primary Care Trust) for
Salford Link Project to provide an interpretation and translation
service which can be requested, free of charge, by Salford
residents or Community & Social Services staff.

Our leaflets carry a standard language panel indicating that people
can have the leaflet explained to them in their own language by
contacting Salford Link Project. Salford Link Project also provides
information, advice and advocacy at their centre and in people's
own homes.

We have an Urdu / Punjabi Welfare Rights Line.

Leaflets can be translated or provided on audiotape on request.

Each reception point has LIPS, a Language Identification system
and Language Line is also available if needed.

During 2004 / 05 we have:
   Continued to develop stronger links with BME communities
     and organisations. This has included:
            - Supporting the Give us a Break (BME Women)
     project for carers
            - Working with Salford Link Project on the Interpretation
            & Translation part of their business plan
            - Working with the Yemeni Community Development
            Action Group to find premises for their meetings /
            office base
            - Organising meetings of the Salford Diversity
     Leadership Forum
            - Arranging the Building the Future Together in Eccles
   Employed a Social Cohesion Co-ordinator, a joint post with
     Housing Services, to work across the Local Strategic
   Produced a leaflet about what Social Services does in a
     number of languages
   Updated and improved the Directory of Services for BME
   Produced a ‘month to a page’ diversity calendar as well as
     the wall calendar giving the important dates of all the major
     religions and including pictures of local people from different
   Revised the racist incident poster and issued to all staff
   Further improved staff and service user monitoring
   Encouraged the reporting of racist incidents
   Continued to work with 5 people with learning difficulties and
     their families, from a range of diverse backgrounds, using
     Person Centred Planning. The information gathered and
     lessons learned from this are being used to develop a
     reference tool

In 2005 / 06 we plan to:
    Promote the BME Staff Support Group by producing a leaflet
    Review Job Descriptions to make sure people from diverse
      backgrounds are not excluded
    Work with other organisations to increase the range and
      availability of culturally sensitive services

We have not recorded requests for translation and interpretation,
mainly because people are directed to Salford Link Project via

leaflets. Monitoring information provided by Salford Link Project is
within Appendices F1

8    Monitoring and Service Provision

In March 2004 the recording of the ethnicity of those receiving an
assessment for services was 79% overall in terms of Services for
Adults and Older People and 90% in relation to Children and
Families. By 31st March 2005 this had risen to approximately 92%
for Adults and Older People and for Children and Families
Services. In March 2004 the ethnicity of service users was known
in 74% of Adult and Older People cases. By March 2005 this had
risen to 86%; the ethnicity of all children looked after by the
Council is known. Both are shown at Appendix F1.

Teams have guidelines for ethnic monitoring and information to
give to service users about why we monitor ethnicity.

Ethnic monitoring and service provision are regular items on the
agenda of the Directorate Overview Group – Race and Equalities.

Services for BME communities also feature frequently in
Feedback, the staff newsletter. One of the categories for the
Social Care Awards is ‘Responding to Diversity’.

9       Equality Impact Assessments

The Impact Assessment process was undertaken by identifying the
key business functions of the Directorate, each of which produces
its own business plan. The existing management structures are
used to identify issues and initiate change.

In 2004/05 the following Initial Impact Assessments were
completed or finalised:
    Children’s Resources
    Children & Families Social Work
    Supported Housing & Day Services (Mental Health)
    Mental Health Team
    Intermediate Care

The following Initial Impact Assessments were updated:
   Child Protection
   Day Care for Older People

These were highlighted in the Race Equality Scheme having been
prioritised by the business units during the assessment of their
policies and functions.

The impact assessments were undertaken by visiting the Principal
Managers directly involved with the service area being considered.
Issues and themes from Initial Impact Assessment Process

       Monitoring of unmet need to reduce differences in response
       Link with other agencies to raise awareness
       Make accessing services as easy as possible
       Strengthen links with BME communities

The final report of the Best Value review of community
engagement in March 2004 made a number of recommendations
to strengthen Community Committees and improve local working,
mainstream Community Action Plans and improve the links
between the Community Strategy and the Local Strategic
Partnership. Work on this is continuing.

10   Complaints over the Year

From April 2004 we started writing to all informal complainants to
ask for details of their ethnicity. Of the 115 complainants the
response was as follows: 22% English, 3.5% Irish, 0.9% Welsh,
0.9% Mixed White and Black Caribbean, 73% did not respond

                      APPENDIX G
     Progress report for year ending 31st March 2005


  The Race Relations (Amendment) Act 2000 places new
  duties on public authorities to eliminate unlawful racial
  discrimination, promote equality of opportunity and promote
  good relations between people of different racial groups. The
  City Council is committed to work with its partners in Salford
  to achieve these aims.

  This report provides a detailed explanation of how the Chief
  Executives Directorate – consisting of the Regeneration and
  Improvement Division, Marketing and Communications
  Division, Community Safety Division, and Overview and
  Scrutiny/ Executive Services Division – has performed in
  relation to the duties placed on the Council by the Race
  Relations (Amendment) Act 2000.

  Appended to the report are details of the Division’s progress
  on the Race Equality Action Plans 2004/05 and the Division’s
  Race Equality Action Plans for 2005/06.


  The Chief Executive’s Directorate is made up of four
  divisions, and they are headed by:
       Ruth Fairhurst Head of Regeneration and
       Sue     Hill   Acting   Head  of   Marketing and
       Don Brown Head of Community Safety; and
       Russell Bernstein Head of Overview and Scrutiny/
         Owen Topping Head of Executive Services.


  The Directorate is responsible for the central co-ordination
  and direction of all the City Council’s strategic policies – the
  7 Pledges, and Community Plan themes – and for co-
  ordinating and progressing the Council’s approach to local
  government modernisation.

Specifically, the Directorate has responsibility for corporate
strategy and policy, regeneration and resource procurement,
and establishing and maintaining effective relationships with
Government Offices, partners and agencies at local, regional
and national levels, through its Marketing and
Communications Division. In addition, it provides a high-level
policy support service to the Chief Executive, Leader and
Deputy Leader of the City Council

The Regeneration and Improvement Division delivers a
comprehensive regeneration service, covering programme
management and grant regime advice, e.g. European
funding, Single Regeneration Budget 5 programme, New
Deal for Communities, and National Lottery.

The Overview and Scrutiny Division focus upon the quality of
Council services and other issues that affect the lives of
people in Salford, through the operation of Scrutiny
Committees that allow the concerns of local people to be
heard and checked, while identifying how the council and
other organisations are performing and where improvements
could be undertaken. The division also assists with the
Council working with local people, service partners, other
businesses, organisations and voluntary/ community groups,
to improve the quality of life in Salford. In carrying out their
role, members of Overview and Scrutiny check that the
Council’s Race Equality Scheme is being implemented
across the Council and within individual services as
appropriate. Suitable training opportunities are identified to
enable members to carry out this role effectively.

      Pledges                   Community Plan Themes

   Pledge 1- Improving              A Healthy City
    Health In Salford

   Pledge 2- Reducing               A Safe City
    Crime In Salford

   Pledge 3- Encouraging            A Learning And
    Learning, Leisure And             Creative
    Creativity In Salford

   Pledge 4- Investing In
    Young People In                  A City Where Children/
    Salford                           Young People Are
   Pledge 5 – Promoting
    Inclusion In Salford             An Inclusive City With
                                      Stronger Communities
   Pledge 6- Creating
    Prosperity In Salford            An Economically
                                      Prosperous City
   Pledge 7- Enhancing
    Life In Salford                  A City That Is Good To
                                      Live In


  The Directorate - Regeneration and Improvement Division,
  Marketing and Communications Division, Community Safety
  Division, and Overview and Scrutiny/ Executive Services
  Division – is committed to training staff on the Race
  Relations (Amendment) Act 2000 as well as training on
  equalities in general.

  Directorate            Course Attended        Number of Staff
  Regeneration   and Equality      Impact 3
  Improvement         Assessments
                      Diversity Training  4
  Community Safety Diversity Training     10    community
  Overview       and Diversity Training   4
  Scrutiny/ Executive


  The Directorates approach to consultation has continued
  over the year with on-going engagement with such forums as
  the Diversity Leadership Forum, and the Social Inclusion
  Forum/ Salford Community Network, and the evolving of the
  Good Practice in Community Involvement Project. An
  integral part of the various consultation exercises undertaken
  has been the inclusion and promotion of Language Line.


  The Directorate has been signed up to the services of
  Language Line, an interpreting and translation service since
  December 2002. This service provides an improved service
  to Salford residents who do not speak English. The
  Language Line service is accessible from all of the offices
  within the Directorate, including NDC Team, SRB 5 Team,
  Regeneration and Improvement, Partners IN Salford LSP,
  and Economic Development, as well as the Neighbourhood

  Furthermore, all documents, strategies, newsletters or
  leaflets produced by the Directorate, via Marketing and
  Communications, include a statement in other languages
  about how to contact Language Line. The Directorate is
  committed to providing a summary document in any
  translation if requested, as well as audio, Braille or large print
  versions of documents. If translation of a full document is
  required, it will be considered on request.


  While there are monitoring procedures in certain divisions of
  the Directorate, i.e. SRB5 and NDC, facilitated through the
  use of system k, elsewhere there is reliance upon corporate
  monitoring procedures. A specific service operated by the
  Community Safety Unit is providing a witness support
  scheme for court cases, whereby the Witness Outreach
  Service pro-actively engages with BME groups and
  communities to ensure that the service is appropriate for
  their needs.


  Within the Directorate a number of services/ policies/
  strategies throughout the divisions were identified that
  required Equality Impact Assessments. These were
  scheduled in a timetable format, and include the following: -

     Economic Development recruitment and training policy;
     Partners IN Salford LSP improvement plan;
     Salford City Council – corporate marketing and
      communications strategy.

  The schedule of Equality Impact Assessments will be
  reviewed and be built into divisional work plans as
  appropriate, with training arranged for new staff and
  refresher courses if required, for completion by autumn 2005.
  In future Equality Impact Assessments will play a valuable
  role in the formulation of new policy and delivery of services,
  or when considering changes in existing policy. They will
  become an integral part of policy development across the


     Executive Services is responsible for dealing with complaints
     addressed to the Chief Executive, Leader and Deputy
     Leader of the City Council, including the Directorate. The
     vast majority of complaints received relate to the services
     provided by other City Council Directorates. These are either
     referred to the appropriate City Council Directorate, under
     the complaints procedure, in order for a response to be
     prepared, or investigated by the Unit. Complaints are also
     processed on behalf of the Leader and Deputy Leader. The
     Executive Services Working Group has involved the
     Council’s Equality Officer to ensure that the complaints
     procedure picks up requirements on equality issues such as
     languages, accessibility of leaflets and monitoring of
     ethnicity. None of the complaints received over this period
     were considered to relate to racial incidents. A new corporate
     complaints management system is in the process of being
     finalised via the Corporate Complaints Working Party.

     A review of the Council’s Policy Framework, policies and
     strategies has been requested of Corporate Services, to
     ensure that they adequately reflect requirements on equality


     Outlined in Appendix 1 is the Division’s progress on the Race
     Equality Action Plans 2004/05.

              THE WAY AHEAD YEAR 4/ YEAR 1

     Outlined in Appendix 2 is the Division’s Race Equality Action
     Plans for 2005/08.

Charles Green
Director of Strategy and Regeneration

Russell Bernstein
Director of Overview and Scrutiny

Sue Hill
Director of Marketing and Communications
7.0   Action Plans

Salford City Council has been working forwards becoming more
inclusive in its approach to service delivery and employment. The
action plans cover the period 2004 – 2005 and look at each
Directorate on what they have achieved and outstanding actions.


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